Lucia van den Brink ✨️

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𝐲𝐨𝐮 𝐜𝐚𝐧’𝐭 𝐨𝐮𝐭𝐬𝐨𝐮𝐫𝐜𝐞 𝐚 𝐦𝐢𝐧𝐝𝐬𝐞𝐭 » 𝐲𝐨𝐮 𝐡𝐚𝐯𝐞 𝐭𝐨 𝐛𝐮𝐢𝐥𝐝 𝐢𝐭

everyone says they want an experimentation culture.

most companies actually want “more wins”.

it’s not the same.

» teams buy a/b testing like a service

» leadership expects outcomes like a vending machine

» product thinks “the tool will scale it”

» the agency becomes the owner of the process (and the bottleneck)

and then everyone is surprised when it stalls.

because experimentation isn’t a thing you do.

it’s a thing you become.

you measure success with money only

did it lift revenue?

did it lift CR?

did it lift retention?

and yes, those matter.

teams stop taking smart risks

they only take “safe bets”

they cherry-pick ideas they’re already confident in

and you end up with a program that looks busy… but doesn’t change how decisions get made

you run a lot of tests that shouldn’t be scaled

➜ insignificant tests getting implemented anyway

➜ “it’s only a tiny negative” turning into a year of cumulative damage

➜ teams learning the wrong lesson because they never used a holdout group

i’ve heard this exact story from PMs more than once 😱

so what should you do instead?

use metrics that force learning.

» time to decision (not just time to ship)

» experiment quality score (criteria-based, not vibes)

» % of teams running their own tests without you “pushing”

» how often a result changes the roadmap, not just a UI

and no, you don’t need a bigger dashboard.

you need more humans who can think in experiments.

everyone thinks scaling is about tools.

it’s not.

it’s about people.

that’s also why we stopped doing endless retainers.

we now run The Initial Experimentation Year Program.

Research, Build & Run and Exit.

𝐡𝐨𝐰 𝐢𝐭 𝐰𝐨𝐫𝐤𝐬?

phase 1: research audit & ideation session

5 research methods (quant + qual)

connecting teams and stakeholders with ideation

deliverables: strategy + a/b test idea pipeline + prioritization rules

phase 2: build the experimentation system your company will rely on

run 3-10 experiments a month

we run it (with or without you): design, project management, development, analysis

and we build a business case for c-suite so you can hire in-house

phase 3: hiring A-players & smooth handover

writing the job description

shortlisting + interviews

training the lead and handing over the whole operating model

then we leave.

even if everyone is happy.

even if results are great.

even if the team asks for “just a few more months”.

because experimentation should 𝘯𝘦𝘷𝘦𝘳 𝘣𝘦 𝐫𝐞𝐧𝐭𝐞𝐝.

it should be 𝐨𝐰𝐧𝐞𝐝.

what do you measure to know your experimentation program is actually getting stronger?

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